Open Collections

Stakeholder perspectives on adoption of Integrated Project Delivery (IPD)

University of British Columbia

Projects in the Architecture, Engineering, and Construction (AEC) industry frequently perform below expectations related to a variety of metrics for success. Various reasons have been found for these persistent performance gaps; the segregation of processes, services, and actors involved in project delivery in the construction sector has been identified as a root cause. This results in a broken agency, self-interested behaviour, and uncoordinated efforts, which make it difficult to optimize a product as a system. The project delivery method is important in defining the nature of the relationships between project participants, the structure and organization of the project, and eventually the end results. Many have emphasized the need for more collaborative and integrated methods for project delivery in the AEC industry. Integrated Project Delivery (IPD) is one such method. Several studies have demonstrated that IPD outperforms conventional methods. In this thesis, I use qualitative methods to characterize environments supportive of IPD and keys to its successful implementation. I also investigate whether the contractual risk sharing framing of IPD hinder or enhance innovation adoption. Finally, I identify the factors that can impede IPD adoption for public sector projects in British Columbia. I found that while executing IPD is perceived to be beneficial in many ways, successful implementations require specific preconditions beyond educating the industry about IPD principles. Success with this method requires development of novel approaches to project planning and management, and early acculturation to collaboration across the AEC industry. IPD was found to be instrumental in addressing some of the barriers to innovation adoption; however, foundational changes to the existing policies, regulations, and programs governing the industry’s operations, and alternative business and financing models are required to alter the industry’s approach towards innovation adoption. It was also found that while IPD could improve project delivery for the public sector in British Columbia, provincial decision-making processes and procurement regulations prohibit its adoption here.

Text

2018-12-17

Attribution-NonCommercial-NoDerivatives 4.0 International

http://hdl.handle.net/2429/68074

Resource Management and Environmental Studies

University of British Columbia

UBCV

http://creativecommons.org/licenses/by-nc-nd/4.0/